CMO – Growth and Brand — Subscription-Mobility Portfolio

The mandate

The portfolio offers vehicle subscriptions to households, small businesses and professional drivers. The CMO must build economically valuable demand while ensuring proposition clarity across tenure, vehicle, hours, charging and early-return scenarios, and transparent communication of mileage and damage terms.

The remit spans approximately 800 employees and material partners across brand, growth, lifecycle, research, communications, partnerships and agency delivery. Commercial leaders own price and contract; operations owns availability; risk and compliance govern conduct. Marketing owns whether claims are representative, comprehensible and placed before commitment. The executive will have authority to stop acquisition activity when service or evidence cannot support it.

This is not a request for defensive messaging. The business needs a customer and partner proposition grounded in who benefits from subscription and under which conditions. A monthly figure is meaningful only when deposits, insurance, mileage, charging, maintenance and exit are visible. Driver marketing must distinguish gross revenue from net earnings and avoid targeting people whose operating circumstances make the product predictably unsuitable.

Growth measurement must move beyond signed subscriptions. The CMO will establish cohort contribution, retained usage, complaint, early return and referral measures. Brand investment should be connected to consideration and trust without pretending that every effect can be captured in immediate attribution.

Data acquisition and affiliate practice require particular attention. Comparison sites, social creators and lead brokers can reproduce an outdated price or earnings claim after the company changes it. The CMO will maintain approved feeds, contractual take-down rights and active monitoring, and will treat third-party misrepresentation as a brand and conduct failure rather than disown it as somebody else's media.

Why this seat is open

A board conduct review created an urgent new role combining brand and growth under one accountable executive. Existing marketing leaders remain and will support evidence gathering, but none owns the full proposition. Appointment is required before planned campaign activity resumes; no launch date will override claim substantiation.

What you will own

• Define customer and professional-driver propositions with transparent eligibility, costs, obligations and service standards.
• Audit, substantiate or withdraw every material price, flexibility, emissions and earnings claim.
• Rebuild acquisition around suitable, retained cohorts and contribution after support and early-return cost.
• Create lifecycle communication that helps customers manage mileage, maintenance, renewal and return.
• Establish representative driver research and earnings communication with compliance and independent challenge.
• Set campaign readiness gates covering vehicle supply, charging, customer support and remedy capacity.
• Govern agencies, affiliates and comparison partners to the same claim and targeting standards.
• Develop brand, growth, insight and partner-marketing leaders with clear outcome ownership.

The first 12 months

In the first 60 days, suspend unsupported claims, review complaints and cancellations, and reconstruct performance by acquisition cohort. Test customer and driver comprehension before revising creative. By day 90, present proposition choices, a claim register and a scorecard joining growth, conduct and unit economics.

By month six, launch revised propositions in controlled channels, with holdouts and readiness thresholds. Introduce pre-contract tools that show total expected cost and conditions, and replace headline driver examples with range-based, evidenced communication. Resolve affiliate and agency practices that obscure price or eligibility.

At twelve months, improve 90-day retained subscription by ten points, reduce complaint-linked early returns by 35% and lower acquisition cost per retained suitable customer by 15%. Every sampled material claim should carry current evidence; driver complaints about earnings representation should fall by 60%; and marketing-sourced cohorts should meet the approved contribution case after service and return costs.

What the board will measure

• Suitable growth and retained cohort economics, not gross applications.
• Customer comprehension of price, flexibility and end-of-contract obligations.
• Accuracy and fairness of professional-driver earnings communication.
• Campaign spend supported by incrementality or explicit brand hypotheses.
• Service readiness and reduced complaint or early-return demand.
• Marketing leadership willing to stop work when evidence or operations fail.

The person

You have 22–28 years in growth and brand leadership for subscription, automotive, financial services, telecom or another regulated recurring service. You have corrected a proposition after conduct or customer evidence and still delivered sustainable growth. Marketplace or professional-driver experience is highly relevant.

Your record includes at least 550 employees and partners and responsibility for more than £250 million in annual revenue, transactions or acquisition investment. You can quantify suitable-customer retention, not only reach or leads. The board will ask which successful campaign you withdrew, which customer cohort you stopped targeting and how the economics changed.

This permanent onsite London role reports to the Group Chief Executive or designated executive sponsor.

Compensation and terms

The base range is £210,000–280,000 plus annual incentive linked to retained growth, claim integrity, trust, contribution and leadership. This permanent position is onsite in London, reporting to the Group Chief Executive or nominated executive sponsor. Urgency is balanced with thorough diligence; notice up to six months can be considered.

Confidentiality

The brand, product terms, complaints, research and campaign plans remain confidential. More detail is available after reciprocal interest, conflicts and a written undertaking. Public facts are blended and scale approximate; candidates must not contact agencies, drivers, customers or employees to identify the platform.